update: procurement bsa decisions and implementation plan · • approved by leadership at...

Update: Procurement BSA Decisions and Implementation Plan

November 3, 2016

BSA Procurement Deep Dive Scope

NASA Procurement – Requirements Definition and Pre-Planning Acquisition Plan (Pre-PSM)/Procurement Strategy

Meeting– Solicitation– Evaluation (Note: Includes Tech Evaluations & Pricing), Selection, and Award– SEB Procurement Process– Contract Administration

Workforce– Training, Certification– Utilization/Productivity/Organization– Staffing & Succession Planning– Allocation– Funding

Governance and Policy– NASA FAR Supplement and Other Agency Policies– Center Level Policies, Practices, Management Systems and Activities

Procurement Efficiency Initiatives– Procurement Lead Time– Strategic Sourcing– eGov (i.e. Procurement Tools, Paperless Contracting)

Benchmarking and Compliance– Benchmarking– Procurement Management Reviews/Self-Assessment– IG and GAO

BSA Procurement Deep Dive Observations

NASA acquisition practices are critical for mission success.– Roughly 90% of our annual funding is spent on some type of procurement.– Nearly every organization depends on procurement for success.– We have an evolving mission that requires innovative procurements.

The current procurement model is effective but very localized.– Center procurement offices are set-up to serve the needs at their center; localized

model where every Center can do everything.– Practices vary greatly but are common when regulated by the NASA Federal

AcquisitionRegulation (FAR).

– Civil Service workforce has been flat over the past 20 years (~700 FTE).– Contactors are used very little in procurement across NASA (~115 WYE).

Our current model works… but it’s not most efficient way to do business.– We have long acquisition times when using SEBs (200 days to 600 days).– We have a significant number of procurement actions (~40,000 annually).– We have inconsistent review thresholds ($150k to $5m).– We under-use flexibilities (3 Centers have never used Performance Price Tradeoff

(PPT) and Lowest Price Technically Acceptable (LPTA) ).– We have redundant instruments and duplication of contracts.– We have a connection between long acquisition times and difficulties in obtaining

the best Source Evaluation Board (SEB) support.

Optimization Opportunities

Reduces Lead Time, enables timely completion.

Reduces the FTE required, allowing highest priority use of FTE.

Enables well defined requirements, quality requirements definition, equals mission success.

Reduces cost, makes more affordable, allows more money for mission.

Increases compliance and/or quality of products, reducing Agency risk.

Colors not intended as stoplight

Procurement MSC DecisionsO

ptim

ize

Volu

me

Strategic Sourcing • Options to evaluate existing contracts and determine if a newcontract vehicle is needed or not.

Acquisition Assignments • Options for strategic assignments of acquisitions consistent with newAgency operating model.

Contract Administration • Options to streamline management of existing contracts andprocurements.

Opt

imiz

e Ti

me Evaluation Process • Options to strengthen leadership and expertise associated with

SEBs.

Policy and Guidance • Options to make streamlined procurements a default approach withstrong justification for full up SEBs with standard metrics.

Lead

ersh

ip Knowledge Management • Options to enable comprehensive training and effective knowledgecapture and sharing.

Project Management • Options to integrate project management principles into acquisitionpractices to include effective measures, schedule, and milestones.

Leadership • Options to further strengthen leadership and accountability activitiesassociated with acquisition practices.

Decision 1: Strategic Sourcing

• Raise awareness of existing and planned contracts that provide supplies and services from contracts already competed and competitively priced.

• Establish strategic sourcing mandatory use policy and exemption process.

What’s New• Mandatory use of strategic

sourcing contracts• Increased utilization of strategic

sourcing or enterprise contracts• Searchable Repository of SOWs

for the acquisition community

What’s Going Away• Large volume of redundant

contracts across Centers and at Centers

• Number of individuals involved in the procurement process.

What Stays• Contracts that meet the

Agency needs• Ability to award contracts

when no strategic sourcing option exists or if a waiver is obtained

Major Activities/Accomplishments• Evaluated NASA existing and planned contract repository tools

• Revamp Website (More Robust, Category Management Structure)• Contract Management Transformation Project (Procurement for Public Sector) (2017)

• Evaluated NASA polices and regulations• Developed drafted language for new and existing policy and guidance documents

• NASA FAR Supplement• Strategic Sourcing Plan• Procurement Strategy Guide

• Benchmarked other Federal Agency policies and tools

Decision 2: Acquisition Assignments

Agency Office of Procurement initiate a multi-year phased approach to strategically assign specific Centers responsibilities to conduct the acquisition process on behalf of the Agency in specialized areas (Assignment).

What’s New• Specific Centers serve as the

Agency provider for specialized procurement areas

• Increased co-dependency amongst Centers

What’s Going Away• Duplicate Contracts Across

the Agency• Duplication of capabilities

What StaysUnique Center “need based” Contracts or capabilities

Major Activities/Accomplishments (3 Contract Areas Centralized)• Assigned NSSC the responsibility to award and administer all Agency SBIR/STTR Phase

III Requirements• Approved by (STMD AA/NSSC Executive Director, OP AA)

• Consolidate Agency (GSFC and ARC) Super Computing Services Requirement and assigned procurement and contract administration to ARC

• Approved by SMD Acting AA, OCIO, GSFC AD, ARC AD, OP AA)• Regionalized Construction Contracts (MSFC/MAF, KSC, JSC and SSC) and assigned

procurement and contract administration to SSC• Approved by Leadership at MSFC/MAF, KSC, JSC, SSC and by HQ MSD AA, OSI AA and OP AA

• Identified additional areas for possible acquisition assignments

Decision 3: Contract Administration

Work with NASA Centers and the NASA Chief Financial Officer (CFO) to:• establish more effective guidance for establishing new task orders on contracts,• strengthen policies to enable more timely funding of contracts, and• investigate the ability to raise the level of obligations on contracts while sustaining lower

level cost insight to enhance management insight and reduce transactional and administrative costs.

What’s New• Guidance on when to issue

task orders• Timely funding of contracts

up front

What’s Going AwayLarge volume of contract transactions – task orders and incremental funding actions

What StaysCenter ability to award multiple and single award IDIQ contracts based on need.

Major Activities/Accomplishments• Reduce number of task orders

• Three NFS changes submitted to HQ: guidance on single award IDIQ contracts; issuing task orders; task order monitor training

• Submitted funding request for Task Order Management (TOM) System• Gathered data on TOM features across Agency

• Establish policy for incremental funding• Draft NPR complete, including waiver process and NFS change draft complete

• Raise the level of obligations for procurement• Face to Face held 10/18/16• Detailed roadmap developed for deep dive activities and team deliverables

Decision 4: Evaluation Process and Decision 5: Policy and Guidance

• Establish a community of practice across NASA Centers to share lessons learned, identifybest practices, establish sample templates, and provide more expert guidance to SEB Chairsand members. (Decision 4)

• Centralize management of cost/price analysts to support pricing requirements across NASACenters. (Decision 4)

• Develop strong policy guidance to enable more timely selections of new contracts includingappropriate use of alternative source selection methodologies, and true discriminatorevaluation factors. (Decision 5)

• Identify and establish streamlined processes required to reduce procurement lead-times.(Decision 5)

• Establish goal and methodology to complete awards in less than a year for contract >$10Mand 6-months for contracts<$10M. (Decision 5)

What’s New• Communities of Practice for Source

Selection & Pricing• Source Selection Community of Practice• SEB chair guide, templates & timelines• Agency list of candidates available to

provide expertise and eventually serve on SEBs

• Streamlined procurement processes (increased use of non SEB source selections like Price Performance Tradeoff and Lowest Price Technically Acceptable)

What’s Going Away• Long-lead time for SEBs• Isolation of SEBs• Unnecessary data request

via proposals

What Stays• Qualified

acquisition professionals

• Quality reviews

Decision 4: Evaluation Process and Decision 5: Policy and Guidance

Major Activities/Accomplishments• Establishing two new Communities of Practice. One for Source Selection (SS) and

the second for Pricing – first face to face meeting for both Communities scheduled for November 2016

• Developed recommendations on use of the Contract Closeout/Procurement Support Services Contract (approved by OP AA)

• Developed a Governance model for Pricing Community of Practice and cross utilization of pricing support (approved by OP AA)

• Conducted extensive discussions with SEB chairs and Center procurement staff regarding SEB processes and best practices.

• Developed a list of Source Selection Experts across the Agency• Centers submitted plans for sustaining running lists of individuals who can

support SS efforts across the Agency and methodologies for increased commitment of resources and personnel to ensure co-sponsored leadership.

• Submitted recommendations to AA for Procurement on SEB Incentives• Drafted policy on concurrent solicitation review process

Decision 6: Knowledge Management

• Establish a knowledge management framework that will enable strong and effectiveknowledge capture and sharing capabilities to improve cross-Center collaboration andtraining (Including SEB members).

• Virtualize capabilities that are essential to the procurement process – leverage automationand paperless acquisition activities.

What’s New

• Increase acquisition Knowledge across the Agency in terms of contract information, best

• practices/lessons learned and with the capture, distribution, and effective utilization of knowledge for education, research, information sharing, and retention to effect informed decision making.

• Virtualize capabilities – leverage automation and paperless acquisition activities.

What’s Going Away

Tools, process and data that are not current, accurate or beneficial to the acquisition community.

What Stays

The best resources that support a secure virtual procurement process and the training needs of the acquisition community.

Major Activities/Accomplishments• Completing analysis of survey data on existing training and tools.• Evaluating options for delivery of virtual training• Developing enterprise architecture mapping tool, preparing for repository and

website design

Decision 7: Project Management

• Integrate strong project management principles into the acquisition process to enable morediscipline and reduce associated lead-times.

What’s New• Project Management

Plan/Process for Acquisitions• Milestone schedule with built-in

flexibility that identifies eachkey step in the acquisitionprocess and the responsibleperson(s)

What’s Going Away• Long lead times• Disjointed schedules, roles

and responsibilities.

What StaysAcquisition schedules that meet the needs of the Agency.

Major Activities/AccomplishmentsDesignation of sub-teams/leads:

Intro to Program Management – developing the rationale for using Project Management tools and processes as a method of managing the acquisition process.Charters - developing mission and objectives, roles and responsibilities, and team operations. Communication Plan - Defines to whom, what type, when, and how information will be disbursed. Also, establishes what information has priority in disbursement.Milestones - a detailed milestone schedule, as well as individuals responsible, for all activities CPARS - developing recommendations to remove any identified barriers and to promote and establish a timely, effective, and efficient process.

Evaluated select Center Project Management Acquisition tools and processes Drafting deliverables (template, charters) in progress

Decision 8: LeadershipNASA Senior Executives and leaders will ensure strong and effective professional capabilities to support all of these BSA decisions and help establish a model of more inter-dependence across NASA Centers to ensure more effective and efficient operations.

What’s New• Align to the new NASA Operating Model, as

necessary, the Head of Contracting Activity (HCA) roles and responsibilities and associated documents (NASA FAR Supplement, NPDs) to ensure an Enterprise View.

• Leadership commitment and accountability across all communities on the critical path

What’s Going Away• Negative perceptions of

leadership involvement and concerns about the procurement process

What Stays• Leadership role and

accountability in the procurement process

• Focus on core capabilities to include procurement expertise.

Major Activities/Accomplishments• Surveyed Centers regarding the roles of the Head of Contracting Activity (HCA) and

Source Selection A (SSA)• Assessed the involvement of the HCA, from a leadership perspective, in identifying

and assigning SSA’s and developed recommendations for NFS change.• For SES accountability, determined that modifying SES plan was not feasible.

Identified alternate means for accountability: leveraging supplemental document from the Associate Administrator regarding specific guidance for leadership involvement of NBAT initiatives.

How we will know it worked

Reduction in Volume• Reduction in the number of procurement transactions; contracts, task orders

and incremental funding actions.Reduction in Time• Reduction in Procurement Lead Time.Reduction in Work• Reduction in work required for the award of contracts. Example: evaluation of

proposals.Increase in Strategic Sourcing• Increase use in Enterprise contracts and also federal wide enterprise contracts.Increase in Non-SEB Source Selections• Increase use of non SEB source selections like Price Performance Tradeoff

and Lowest Price Technically Acceptable.Increase in Acquisition Knowledge• Increase acquisition Knowledge across the Agency in terms of contract

information, best practices/lessons learned and with the capture, distribution, and effective utilization of knowledge for education, research, information sharing, and retention to effect informed decision making.

Agency-wide Database• Database exists with contract information available across the Agency.

update: procurement bsa decisions and implementation plan · • approved by leadership at...

Documents